The Consumer-Driven Digital Economy - Creating value in a digital world where the consumer is in charge - Akamai.net
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The Consumer-
Driven Digital
Economy
Creating value
in a digital world where
the consumer is in charge
SAP Digital Consumer Products Whitepaper -1- © 2017 SAP SE or an SAP affiliate company. All rights reserved.
A MESSAGE FROM E.J.
Dear Customers and Partners,
In the age of the digital consumer, we can no longer refer to the “consumer products” industry – it is
now the “consumer outcomes” industry.
By 2020, the world’s population will grow to 7.7 billion people,1 and everyone on earth will have one
thing in common – they will all be digital consumers.2
Billions of new consumers are joining the global middle class, bringing trillions in net-new spending
power. Demand for water, natural resources, and key food categories may outstrip supply. Consumers
are living longer, healthier, and differently. They are increasingly urban, hyperlocal, and “always on,”
connected to one another and to the world around them in real time.
Despite decades of process improvement investments for efficiency and scale, complexity and cost
continue to grow. “Personalization,” such as SKU proliferation, shorter product lifecycles, and more
channels, only challenges service delivery, increases inventory, and drives cost.
Couple these considerations with 30 years of downward-trending median industry profitability3 and
Engaging consumers and declining brand loyalty and market share among the industry’s top 100 brands,4 and projections that
capitalizing on new the industry, in its current form, is unlikely to grow beyond population growth rates, and it becomes
opportunities depends on clear that there is an economic imperative to act now.
the capacity to identify, act In the new digital economy, competition, consumer engagement, and operational effectiveness are
on, and deliver value in a fundamentally changing, and accelerating. New competitors are redefining the landscape at
moment, exactly where unprecedented rates. Building and keeping trust mean delivering exceptional brand experiences, every
time, through fragile processes that balance consumer needs with cost to serve. One size does not fit
and when a need arises.
all.
Miss the moment, miss the Engaging consumers and capitalizing on new opportunities depend on the capacity to identify, act on,
and deliver high-value experiences and outcomes like joy, confidence, security, and control, all in the
opportunity.
span of a moment, exactly where and when a consumer or business need arises. Miss the moment,
miss the opportunity.
E.J. Kenney
SVP, Global Head of In this environment, profitable growth will not result from doing things incrementally better, but from
Consumer Products doing things fundamentally differently by shifting from products to outcomes. How?
SAP
• Reimagine business models – integrate vertically and virtually to compete as an ecosystem,
transform products into services, and capitalize on knowledge
• Reimagine business processes – engage consumers with real-time personalization, enable
hyperlocal demand and supply networks, and optimize capacity with hyperconnected manufacturing
• Reimagine work – fundamentally transform productivity, exponentially improve enterprise
intelligence, and empower a flexible, agile workforce to enable agility at speed
The time to unleash the power of digitalization is now, to maintain a healthy business, to drive new
growth, and to balance current infrastructure and future innovation without disruption.
Here we offer our perspective on the future of the industry and how SAP contributes to the
transformation of the consumer-driven digital enterprise. Thank you for your interest, and I look
forward to our journey together.
E.J. Kenney
SVP, Global Head of Consumer Products
SAP
SAP Digital Consumer Products Whitepaper -2- © 2017 SAP SE or an SAP affiliate company. All rights reserved.
TABLE OF CONTENTS Executive Summary 4 Reimagining 6 Reimagine Business Models 7 Reimagine Business Processes 8 Reimagine Work 9 SAP Digital Transformation Framework 10 Five Pillars of a Digital Strategy 11 Benefits of a Digital Strategy 12 Portfolio of Solutions for Consumer Products from SAP 13 Reimagine Fashion and Apparel 14 Reimagine Personal Care 15 Reimagine Durables 16 From Your Current State to Digital 17 The Keys to Success 18 SAP Digital Business Services 19 Comprehensive SAP Ecosystem 20 Why SAP 21 SAP Is Committed to Innovation 22 Appendix 23 SAP Digital Consumer Products Whitepaper -3- © 2017 SAP SE or an SAP affiliate company. All rights reserved.
EXECUTIVE SUMMARY
Big picture: Digital transformation is the catalyst for growth
Technology trends and the consumer-driven digital economy
Technology trends
In consumer products as in other industries, technology has become interwoven with
business strategies to the point of inseparability. Consumer products companies that
cannot rapidly adjust to technological advances quickly fall behind. Mega technology Digital business
trends, such as the Internet of Things (IoT), artificial intelligence and machine
learning, blockchain, augmented reality, in-memory computing, cloud computing, models are disruptive.
and enterprise mobility, have all converged to transform the industry at a staggering The rules have changed.
pace.
• Under Armour is not just selling shirts
The consumer products industry has become the consumer outcomes industry. and shoes; it is a technology company
When consumers can get what they want, when and where they want, differentiation connecting more than 190 million
no longer results only from quality, price, value, or convenience, but from subjective, people in its global digital community.5
nuanced, and intangible experiences like joy, confidence, control, and protection. • Hampton Creek Foods is not just a
mayonnaise and cookie dough
Today’s challenge: move from carts to hearts company; it is exploring the food
Consumers expect a new type of experience – one that makes their lives easier, is potential of over 400,000 plant
personal, relevant and simple, where commerce is seamless, technology is invisible, varieties to reimagine the future of
and privacy, security, and trust are assumed and assured. They don’t want to be sold food production.6
to or influenced. They want to be inspired, guided, educated, and helped.
• Red Bull is not just a beverage
company; it is a content media
A world without SKUs
company, spanning Web, social, film,
Experiences and outcomes can’t be forecasted, manufactured, stocked, or
print, music, and TV, creating brand
distributed. They are created and delivered in moments of need. New digital leaders
experiences of joy, exhilaration, and
are already transforming products into services, creating new value by competing as
adventure.7
ecosystems and by delivering outcomes that cannot be bar-coded.
• Mink is not just a cosmetics company;
A world without boundaries it is fundamentally transforming
Timely, tailored, and relevant experiences are orchestrated by networks of dynamic, consumer perceptions of beauty and
collaborative business functions, processes, and partners. When evaluating attractiveness.8
experience, consumers don’t distinguish between you and a retailer, trade promotion,
or marketing offer, or even between you and a another new competitor you never
even saw coming.
Anything less than real time is out of time
Value chains have defined the industry, but, in the digital economy, chains are the ties
that bind. They are sequential, time-lagged, and inflexible. Only real-time, dynamic,
agile, and collaborative networks will deliver the experiences and outcomes
consumers now demand.
Transformation will not result from doing things incrementally better, but
by doing things fundamentally differently.
WHAT DOES THIS TELL US?
Consumer experience is the new definition of relevance,
powered by digitally enabled processes and people.
Every business is now a technology business.
SAP Digital Consumer Products Whitepaper -4- © 2017 SAP SE or an SAP affiliate company. All rights reserved.
EXECUTIVE SUMMARY
The future: The “consumer outcomes” digital enterprise
The “always-on” consumer is now in control
The digital economy has put consumers firmly in control. With multiple devices providing real-time
access to information about everything from trends to product availability to pricing, a consumer’s
shopping journey takes place across a series of moments from home to workplace to commute to 82%
store. Taking advantage of these moments hinges on the ability to sense, analyze, and act in the of smartphone users say
moment and throughout the value network based on real-time market signals generated by the they consult their phones
interaction of people, technology, and things. on purchases they're about
to make in a store9
A marketplace of moments Digital to the core
Digital business is a new frontier of growth and For consumer companies pursuing ambitious
development, and leading companies will growth strategies in an otherwise low-growth
capitalize on new opportunities to deliver environment, the business operations that
outcomes in moments of need – better, faster, and have been built for efficiency and scale lack
cheaper than previously possible – driving necessary agility and flexibility to address 33%
sustainable, profitable growth. nontraditional physical and virtual channels. of consumers purchased
• Consumer moments: reaching consumers from a company or brand
What’s needed are new business models, other than the one he or
directly and immediately at the point of need
business processes, and ways of working that she intended because of
with personalized engagement through digital
redefine and transform traditional levers of information received in a
venues such as commerce-enabled social
performance improvement by: micromoment10
networks, smart homes, smart cars, and smart
• Delivering personalized products and
shelves
services without the cost and complexity of
• Customer moments: driving category growth,
increasing SKU counts
increasing sales velocity, and ensuring on-shelf
• Dramatically extending your brand value
availability through digitally enabled
proposition at no incremental cost.
collaboration with retailers and channel partners
• Engaging consumers in real time and at low
to simplify and streamline commerce and act in
cost to understand what they’re thinking $1 trillion
real time on demand dynamics or 28% of all retail sales
right now instead speculating about what
• Market moments: responding in moments of influenced by mobile
they might be thinking tomorrow
market disruption to capitalize on new devices in 201411
• Enabling the flexibility and agility to sense,
opportunities or mitigate risks with agile, flexible
analyze, optimize, and act profitably to
operations and business processes that can be
orchestrate and deliver personalized, high-
coupled and decoupled as needed to identify
value outcomes directly in moments of need
new suppliers, suggest promotion opportunities,
and automatically optimize forecasts, or modify
The time to reimagine is now. Digital is at the
capacity plans to meet future demand
heart of your transformation opportunity.
MOMENTS: NEW DRIVERS FOR GROWTH
Market Moments
• Flexible supply networks
• Dynamic pricing
• Hyperlocal execution
Customer Moments
• Inventory optimization
• Agile fulfillment
• Targeted promotions
Consumer Moments
• Needs and preferences
• Guide, inspire and teach
• Information, offers and services
SAP Digital Consumer Products Whitepaper -5- © 2017 SAP SE or an SAP affiliate company. All rights reserved.
REIMAGINING
THE DIGITAL ECONOMY OFFERS
INFINITE NEW OPPORTUNITIES
In a connected world where every consumer company is
becoming a technology company, smarter products and services
will refocus commerce on business outcomes, blur industry lines,
and integrate physical and virtual value networks.
SAP Digital Consumer Products Whitepaper -6- © 2017 SAP SE or an SAP affiliate company. All rights reserved.
REIMAGINE EVERYTHING
REIMAGINE BUSINESS MODELS
Connected and empowered consumers, intelligent value networks, and blurring industry lines are enabling
entirely new business models based on the capability to orchestrate and deliver high-value outcomes in the
span of a moment.
Integrate vertically, virtually Deliver products as services
Focus on moments to identify and orchestrate entirely new and Evolving models and embedded sensors create new revenue
perhaps previously unattainable dimensions of value delivery at streams by transforming consumers’ brand perception from
no or low incremental cost. individual purchase and use to ongoing engagement and
• Differentiate on the basis of flexible and agile execution experience.
throughout the entire value network to deliver vertically • Add information services and content subscriptions,
integrated outcomes, virtually maintenance agreements, or replenishment services
• Enable previously unviable partner ecosystems to available right in the moment of need
orchestrate personalized information, offers, and services • Explore category-specific options for leasing, pooling, or
tied to consumption, use, and market need sharing product functions versus selling product ownership
• Couple and decouple with partners seamlessly across • Transform value propositions to desired outcomes such as
physical and virtual networks with real-time information flavors, nutrition and wellness, comfort, reliability, security,
exchange as customer, consumer, and market needs change control, and more
• Collaborate with service and knowledge-based partners to
deliver fundamentally new and differentiated consumer value
Capitalize on insights
propositions
The value of physical assets and even intangible assets such as
Share, rent, and optimize brand equity are eroding. In the new digital economy, what you
know will be more valuable than what you own or what you
In the digital economy, assets and competencies are available make.
virtually and can be capitalized and shared to optimize capacity, • Combine consumer and market insights to orchestrate
localize fulfillment, and orchestrate outcomes outcomes based on a deep understanding of preference and
• Digitalize and share excess capacity and competency to opportunity, in context and in the moment of consumer need
monetize capital expenditures on plant, equipment, and • Virtual assets such as consumer insights, network reach and
other capital-intensive investments coverage, and ecosystem commerce potential are the new
• Upend traditional metrics that drive efficiency at scale to drivers of growth, differentiation, profitability, and market
minimize cost per unit to focus instead on agility at speed to value
maximize return on engagement
• Digitalize process and service capacity and functional
competencies to optimize utilization and build new revenue
streams
Mink’s service enables consumers to Nest and Whirlpool are Under Armour is reimagining
capture colors that resonate with their partnering to orchestrate itself as a technology company to
personal style, match the colors using a consumer experiences with no elevate to a Connected Fitness
mobile app and “print” cosmetics on direct investment in physical experience for millions of people
demand.12 assets, staffing, or finished around the world.14
goods.13
SAP Digital Consumer Products Whitepaper -7- © 2017 SAP SE or an SAP affiliate company. All rights reserved.REIMAGINE EVERYTHING
REIMAGINE BUSINESS PROCESSES
Flexible and agile business processes are smart and dynamic, designed to shift in real time to deliver
outcomes that capitalize on moments of consumer, customer, and market need.
Personalized engagement • View individual orders or shipments as profit or cost centers
Digital consumers are “just for me” consumers, expecting to measure customer or even consumer-specific
personal and easy experiences precisely in the moment of need performance with ubiquitous information availability
and designed to help them achieve their goals and aspirations.
• Products are configurable and personal, tailored to individual Virtual business networks
consumers’ needs and preferences Frictionless supplier networks enable real-time integration to
• Information and offers are aligned to consumer preferences couple and uncouple with consumer companies based directly
and presented at the moment of need on market need.
• Seamless and fluid channel experiences enable consumer • Real-time information access and cross-network
engagement and fulfillment anywhere transparency transforms supply planning to enable just-in-
• Sensors monitor use, consumption, wear, and freshness, time availability while streamlining and eliminating inventory
alerting consumers to replace, replenish, or repair, just in time and safety stock
• Enable network agility to adjust quickly and profitably for
Real-time, consumer-driven innovation weather, natural disasters, and disruptions from unforeseen
Innovation leverages real-time, direct consumer engagement to events
accelerate time to market with the right solutions and outcomes
at the right time. Hyperconnected manufacturing
• Eliminate the time, cost, and uncertainty of interpreting and Sensors, smart machines, and algorithms are automating and
predicting shifting trends with qualitative market research connecting manufacturing processes with every aspect of the
• Build consumer advocacy during development cycles using enterprise and extended value network to optimize capacity
social engagement to help ensure market adoption and drive and production output.
category growth post-launch • Sensors monitor asset utilization and health, predicting
potential issues and maintenance needs
Virtual, hyperlocal demand and supply networks • Fixed manufacturing schedules become agile and flexible
Local is no longer defined by fixed locations. In the digital thanks to ongoing, real-time data sharing with global supply
economy, “just for me” consumers define local as wherever they networks
happen to be. Meeting them where they are requires open, agile, • Capacity plans are updated directly and automatically
and collaborative cross-channel demand and supply networks. through automated integration with supply network demand
• Enable agile, cost-effective supply network execution for forecasts
direct-to-consumer fulfillment • Consumers and homes connect directly to manufacturing
• Automate and optimize short- and medium-term forecasting capacity through smart things that monitor real-time
through real-time integration for supply and demand consumption and use this information to exponentially
collaboration across functions improve demand forecasting and production planning
Hampton Creek Foods, now the #1 Frito-Lay is reimagining innovation as a Lego, anticipating the emerging threat
selling mayonnaise at Whole Foods, is consumer contest, driving YoY sales from 3D printing, developed apps for
analyzing food potential of 400,000+ growth with simultaneous engagement interactive cities, tailored sets, and other
plants to reimagine future food and advocacy.16 experimental products, leading to
production.15 quadrupled revenue over 10 years.17
SAP Digital Consumer Products Whitepaper -8- © 2017 SAP SE or an SAP affiliate company. All rights reserved.REIMAGINE EVERYTHING
REIMAGINE WORK
The singular-focused, task-oriented, full-time consumer products workforce transforms into the digitally
enabled, dynamic, and agile consumer outcomes workforce, collaborating in real time to orchestrate and
deliver value in consumer, customer, and market moments.
Contingency-based operations • Simulate outcomes considering implications and issues
Enable a flexible, variable cost operation and workforce that across internal and external teams. Align on best options
scales dynamically based on business opportunity and market versus common enterprise objectives
need. • Leverage real-time data to ensure changes are accounted for
• Reassess full-time staffing and rationalize talent toward across complementary functions
differentiating skills like data science, consumer insights, and
engagement Automate intelligent processes
• Eliminate or assign to contingent labor analog, manual Embed intelligence to monitor and automate processes end-to-
processes in customer service, manufacturing, finance, and end in real time, streamlining decision making based on
other areas predefined rules and tolerances and limiting intervention to
• Enable dynamic service delivery by brand ambassadors, exceptions.
along with the capacity to track, manage, and assess quality • Elevate the workforce to exception handling, simulating, and
of service delivery optimizing outcomes as well as proactive risk management
• Leverage shared capacity and knowledge to ramp business • Streamline manufacturing and fulfillment with new
operations up or down and improve competencies as needed technologies like robotics and 3D printing
at a low cost • Automate routine processes like order processing,
replenishment, and deductions through integration with
Redefine how and where work gets done and who does it functions, retailers, partners, and financial institutions
Leverage digital capabilities to distribute varying functions to • Transform ad hoc marketing and services to real-time
consumers, customers, partners, and suppliers to drive consumer engagement
differentiation and value at low or no cost. • Break linear and time-bound cause-and-effect cycles with
• New technologies like 3D printing are enabling consumers to ongoing process monitoring
complete finished goods production
• Direct-to-consumer fulfillment is transferring logistics Transparency and trust
operations and costs to third-party providers and consumers Trust accelerates seamless relationships, and with real-time
• Real-time consumer engagement is eliminating the need for visibility to all data, expectations of consumers, customers,
qualitative research and minimizing investments in agency partners, suppliers, and employees for transparency have
relationships radically and forever changed.
• Complete materials, ingredients, and traceability visibility
Simulate and optimize outcomes ensures consumer confidence and supplier accountability
Previously sequential processes are now simultaneous, agile, while mitigating brand, financial, and regulatory risk
and responsive, enabling speed at scale with modeling and • Offer consumers options to validate organics and trace
simulation to quickly identify best options. ingredients and inputs to origin to build and sustain
• Collaborate in real time across functions and with customers, consumer trust from farm to fork and from sheep to shop
channel partners, and suppliers to orchestrate outcomes in • Guarantee authenticity and quality and eliminate fraud and
moments of need counterfeiting risk while minimizing waste and costs
ConAgra analyzes cost inputs, cost decomposition, Colgate-Palmolive is aligning and visualizing
volume, and trade against shared KPIs to model and cross-functional enterprise information in real time
predict product and customer profitability.18 to enable the boardroom of the future.19
SAP Digital Consumer Products Whitepaper -9- © 2017 SAP SE or an SAP affiliate company. All rights reserved.SAP DIGITAL
TRANSFORMATION
FRAMEWORK
A SIMPLE AND PROVEN
APPROACH TO VALUE CREATION
THROUGH DIGITALIZATION
Every company across all industries requires a simple digital
approach to build a pragmatic and executable vision of its
digital strategy.
SAP Digital Consumer Products Whitepaper - 10 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.SAP DIGITAL TRANSFORMATION FRAMEWORK
Every company needs to think about the five pillars of a digital strategy
We have looked at the strategic priorities that consumer products companies are pursuing and how they have to reimagine their business
models, products, processes, and work to do that.
Let‘s now look at how SAP can help enable them do this by providing the following architecture.
As companies are reimagining their entire business, they need • The digital products and assets are the equipment and
an IT architecture that provides both stability and long-term machinery on your own factory floor as well as the
reliability for the core enterprise processes, and at the same products you are providing to your customers and
time allows for flexibility in areas where change is happening on consumers and that you need to connect to your digital
core. Here a large amount of flexibility is needed to
a constant basis.
connect new equipment on a constant basis.
This concept, which is often referred to as “bimodal IT,” • Your consumers require flexibility in the way they interact
is brought to life through our SAP Digital Transformation with you through multiple channels.
graphic, pictured below.
• The digital core is the foundation for the core enterprise • Flexibility and adaptability in working with suppliers and
processes, which need to run consistently and partners are key to onboard new suppliers quickly and
uninterrupted. It provides real-time transactions and shift supply to alternates.
analytics, the ability to work with Big Data, and • A lot of flexibility is required when building
connectivity to the outside pillars of the framework. and maintaining an agile workforce.
SAP Digital Consumer Products Whitepaper - 11 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.SAP PORTFOLIO WITH SAP S/4HANA AND SAP LEONARDO Executing on a digital strategy provides distinct benefits in each of the pillars and enables the end-end-end value chain for consumer products companies The Digital Core Enterprise management, a new generation of enterprise resource planning running in real time and integrating predictive, data, and mobile, will change how we work, how we run our businesses, and how information is consumed. The future is here. Spend Customer Management Experience The most dramatic change Digital technology has in the digital economy will changed the game, but be driven by hyper- consumers changed the connectivity, Big Data rules. Consumers now science, and the Internet of demand simple, seamless, Things, enabling new personalized experiences consumer products, across any channel, business models based on anytime, anywhere, and on automated manufacturing any device. It’s all about the and connected logistics, consumer journey and real- smart things, and context time engagement awareness. Workforce IoT Engagement & Supply Chain The world is getting smarter, Reimagining business but complexity still hampers processes as the workforce. Workers an orchestrated network of demand access to smart, networks enables consumer consumer-grade technology companies to scale and to work faster, better, and improves consumer outcomes more efficiently. and experiences. SAP Digital Consumer Products Whitepaper - 12 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.
SAP PORTFOLIO WITH SAP S/4HANA AND SAP LEONARDO
To execute on their digital strategy, consumer products companies will not only need to reengineer their business processes – they will
also have to evaluate if they have the right technology platform that can deliver on the vision. The winning platform will require an IT
architecture that provides both stability and long-term reliability for core enterprise processes, while allowing for flexibility in areas of
frequent change. The “digital core” is the foundation for the core processes that need to run consistently and flexibly. It provides
uninterrupted, real-time transactions and analytics, the ability to work with Big Data, and connectivity to line-of-business extensions that
enable supporting processes such as talent sourcing and networks.
SAP S/4HANA® was specifically developed to represent the digital core in this “bimodal IT architecture.” It provides consumer products
companies with a proven framework to adopt industry best practices while attaining operational excellence – specifically but not
exclusively across core industry capabilities such as real-time supply chain and digitalized sales.
Customize applications | Integrate apps, data, and processes | Build new apps
SAP Cloud Platform
Digital core: Core solution Digital Core: Solution capabilities that Extensions: Cloud-based (LoB) Leonardo: Solution capabilities that are
capabilities delivered as part of are also part of SAP S/4HANA solution extensions that are fully powered by a Leonardo technology and
SAP S/4HANA Enterprise Enterprise Management, but integrated with SAP S/4HANA included in the Leonardo suite and how to
Management added/purchased as needed. Enterprise Management, add/purchase is not shown on this
but added/purchased as needed. diagram.
*Partially compatible scope
87% 70% 50% $4 trillion–$11 trillion
of finance executives say meeting of customers are “very Networked companies are Estimated potential economic
growth targets requires faster satisfied” when their needs 50% more likely than peers impact of the Internet of Things
data analysis, but only 12% can are met over three or more to have increased sales and per year by 202523
respond to information requests in touch points21 higher profit margins22
real time20
SAP Digital Consumer Products Whitepaper - 13 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.They pursue five Consumer products companies are at the forefront of digital transformation as they:
key initiatives 1. Recognize that the digital economy has dramatically changed the competitive landscape and brought customer 2. Take charge of their destiny by building digital business capabilities and quickly identifying and acting on new growth
that require engagement to the spotlight opportunities
new business
Sustainable Product
capabilities along Sourcing and Procurement Agile Manufacturing Real-Time Supply Chain Sales and Marketing Finance
the value chain. Innovation
don.gordon@sap.com
• Integrate product development • Maximize visibility into spend and turn data • Make fixed manufacturing schedules more • Couple and decouple with partners seamlessly • Enable previously unviable partner ecosystems • Gain real-time access to financial data and
processes to enable collaboration and into actionable intelligence agile and flexible through ongoing, real-time across physical and virtual networks with real-time to orchestrate personalized information, offers, eliminate latencies that can dull
Compete as an reduce production costs • Combine network-driven intelligence with data sharing with global supply networks information exchange as customer, consumer, and and services tied to consumption, use, and competitiveness
ecosystem by • Collaborate with service and knowledge- integrated spend management • Create a network of distributed market needs change market need • Automate and optimize short- and medium-
integrating based partners to deliver fundamentally manufacturing capability through 3D-printing • Collaborate in real time across functions and with • Process transactions and analytics against a term forecasting through real-time integration for
vertically and customers, channel partners, and suppliers to single copy of data in memory for real-time supply and demand collaboration across
new and differentiated consumer value capabilities
orchestrate outcomes in moments of need insight functions
virtually propositions
• Alert consumers to replace, replenish, or • Source proprietary and third-party content • Expand manufacturing and production • Extend agile processes to include the • Transform value propositions into desired • Develop innovative spend models for
*)Benefits are based on early adopters of SAP S/4HANA or conservative outside-in benefits due to moving from a traditional ERP to enhanced SAP S/4HANA and LOB/cloud capabilities.
repair products in real time through for value-added services processes to include finished goods coupled management and delivery of physical goods outcomes such as flavors, nutrition and products delivered as services
Deliver sensors that monitor use, consumption, • Orchestrate service delivery from partner with services based on real-time consumer and virtual content wellness, comfort, reliability, security, control • Implement accounting approaches for
products as wear, and freshness organizations demand • Enable agile, cost-effective supply network • Embed sensors that prompt consumers to accounts payable and receivable to deliver
execution for direct-to-consumer fulfillment replace, replenish, or repair in real time to products as services
services support business models such as subscriptions
• Innovate pay-per-use models for smart
products
• Map the personalized the digital • Organize the supplier network to respond • Run manufacturing processes that are • Give consumers real-time visibility into • Increase personalization of products, content, • Report consumer activities and segment
consumer experience to understand to responsive to individual consumer needs and inventory availability information, and offers profitability with greater granularity,
consumer needs small or individualized lot size production concerns, such as producing small or • Engage consumers and fulfill orders • Align information and offers to consumer resulting in increased personalization
individualized lot sizes preferences and present them at the moment
Serve the and desires • Accelerate order fulfillment across anywhere with seamless, fluid channel • Personalize payment options for seamless
segment of one • Expand the definition of product to geographies through a flexible supplier • Offer products that are configurable and experiences of need use across all sales channels
personal, tailored to individual consumers’ • Engage consumers along the entire purchase
include content and ongoing network
needs and preferences path
engagement and embed them into
innovation processes
• Partner with service providers to deliver • Engage suppliers digitally to proactively • Apply available capacity through co- • Cover complex fulfillment, transportation, and • Partner on opportunities for co-branding, • Innovate subscription-based business
Build comprehensive, branded experiences use and predict consumer demand and manufacturing partners to manage peak storage needs through cross-company shared experiences, or technology-enabled models
• Use consumer insights to create offers adjust production demand at minimal cost collaboration personalization • Create multisided business models that
hyperconnected • Develop and manage partnerships with logistics
business for partners in adjacent industries • Gain multitier visibility of supplier risk • Enable predictive maintenance through • Improve the consumer experience through involve consumers and different partners
through a network-centric approach to risk connected goods to mitigate downtime and providers to fulfill orders directly to the consumer value-added service delivery enhanced by
networks • Extend demand forecasting to a partner network
management minimize product loss partner content
to help ensure optimal service levels
• Gain unprecedented insight from text, • Gather supplier information from 160,000 • Model capacity utilization to maximize • Enable real-time visibility to forecast demand • Model promotion scenarios to determine • Perform simulations and what-if analyses on
Model business spatial, predictive, time-series, sources and quickly analyze it with in- manufacturing output while minimizing cost and inventory availability to help ensure optimal price points and maximize consumer cost and profit drivers to plan cost optimization
streaming, and graph analytics to memory technology to help ensure real- optimal fulfillment across channels sell-through • Test the impact of every decision to find the
outcomes to drive • Monitor consumer response in real time across most beneficial scenario
speed at scale continuously improve products time availability • Automate short-term forecasting processes in
accordance with real-time consumer demand channels, including social media, to assess
sentiment
• Lower total costs for new product • Better collaboration with suppliers • Reduced manufacturing cycle time • Reduced supply and inventory • Higher internal sales productivity • Real-time insight for making timely
Typical business development • Smoother operations with improved • Improved manufacturing planning cost • Greater transparency of end-to-end
and relevant decisions
• Better compliance and
benefits* • Accelerated time to market spend insights and higher compliance productivity • Increased inventory accuracy order management
49168 (17/01) © 2017 SAP SE or an SAP affiliate company. All rights reserved.
management of financial risk
Internet of Things Machine Learning Analytics Blockchain Big Data
Digital Innovation SAP Cloud Platform Analytics Services UX Services Mobile Services Security Services Collaboration Services
SAP Leonardo
Sustainable Product Innovation Sourcing and Procurement Agile Manufacturing Real-Time Supply Chain Sales and Marketing Finance
• Product lifecycle costing • Connected goods • Vehicle insight • Invoice matching
• Manufacturing integration and intelligence • Global track and trace
• Engineering control center • Business network • Manufacturing execution • Integrated business planning • Sales cloud • Governance, risk, and compliance solutions
• Innovation management • Guided end-user buying • Sequenced manufacturing • Extended warehouse management • Service cloud • Financial services network
• 3D visual enterprise • External workforce management • Digital asset network • Transportation management • Marketing cloud
• Supplier collaboration • Product stewardship network • Commerce
Extensions • Billing, charging
• Trade promotion management
• Enterprise portfolio and project management • Constraint-based production planning • Advanced ATP • Billing, invoicing • Financial planning and analysis
• Environment, health, and safety management • Production scheduling • Billing, customer financials • Accounting and financial close
• Asset operations and maintenance* • Sales planning and performance management • Treasury management
• Invoice management and accounts payable
Digital Core • • Production operations • Inventory and basic warehouse management • Accounting and closing operations
• Product development and project control Operational purchasing • Order and contract management
SAP S/4HANA • Production engineering • Invoice and payables management • Maintenance management • Production planning • Accounting
• Supplier management • Quality management • Cost management and profitability analysis
• Procurement analyticsHOW DOES IT ALL COME TOGETHER?
Reimagine fashion and apparel
While the five digital business pillars deliver significant value as standalone capabilities, the ultimate goal is to design the next generation
of business processes that will span across all the digital pillars. Consumer experience will not stop at the channel experience; supply
chain and services have to be aligned with the consumer experience strategy if products and services are to be delivered as promised.
EXAMPLE: FASHION AND APPAREL
Supplier collaboration
Business Networks
Predict optimum Additional items
reorder point sourced Customer experience
Omnichannel
Detect shoe
pressure and send Consumer orders in Tailored
signal Web shop delivery
Assets and the
Internet of Things
Determine product Other fulfillment
recommendations and logistics
Consumer pays via Points sent for Digital Core
mobile future purchase
Send ideas and
promotions
TIME
Leading consumer companies are leveraging digital Once the runner chooses the best combination of tailored
technologies to serve consumers in moments of consumer recommendations, he or she completes the order online,
need – in this case, the moment the consumer needs new designating options for automated payment, shipping, and
running shoes. delivery.
Sensors in the shoe monitor pressure and wear relative to use The additional items the runner chose are automatically picked
and purchase date, dynamically predicting the optimal time for and included in the order, and the shoes and other purchased
the runner to buy a new pair. items are sent to the desired pickup or delivery location.
Finally, any loyalty points or rewards are credited to the
At that moment, the company automatically notifies the consumer’s profile to prepare for and facilitate future
consumer that the time is right to replace his or her running purchases.
shoes. It provides information on usage and wear, and offers
the runner recommendations on which new shoes to purchase The diagram above demonstrates how leveraging the digital
and offers for those shoes, tailored to the consumer individually value network can deliver a personalized experience. The
based on that consumer’s exercise patterns and physical needs, benefits of this scenario are significant:
such as cushioning and arch support. • Better consumer engagement and insights
• Stronger competitive differentiation
These offers also include other cross-sell opportunities • Compelling and holistic brand experience
matched to the runner’s needs, such as offers for a jacket or • New services and revenue streams
gloves along with running gear to help the runner maintain
regular exercise frequency during the upcoming winter months.
SAP Digital Consumer Products Whitepaper - 15 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.HOW DOES IT ALL COME TOGETHER?
Reimagine personal care
While the five digital business pillars deliver significant value as standalone capabilities, the ultimate goal is to design the next generation
of business processes that will span across all the digital pillars. Consumer experience will not stop at the channel experience; supply
chain and services have to be aligned with the consumer experience strategy if products and services are to be delivered as promised.
EXAMPLE: PERSONAL CARE
Supplier collaboration
Business Networks
Company tracks
Submit color for color trends in real
color matching time Customer experience
Omnichannel
Identify color from
Web or via phone Consumer orders in Tailored
camera Web shop delivery
Assets and the
Internet of Things
Hex code sent Other fulfillment
to 3D printer and logistics
Company
Consumer pays via monetizes Digital Core
mobile intellectual capital
Consumer adds
substrates; prints
cosmetic
TIME
Companies are now using 3D printing to enable consumers to Here, beauty and attractiveness are defined by the consumer –
“print” makeup by selling an affordable, branded 3D printer and “for me, by me, right here, and right now.” These new entrants
the core substrates required to print the cosmetics. have discovered how to monetize a consumer moment – the
These companies enable consumers to choose a color from moment in time when a consumer spots a color and develops
anywhere – a Web site or social media by taking a photo on an idea to enhance her own beauty and attractiveness.
their mobile phone, for example – and submit the color for
matching using an app. Once complete, the app sends a color And, relative to their larger, more established competitors,
code to the 3D printer to create the cosmetic. these companies are doing all of this with:
• No investment in qualitative research to predict color
Because most makeup, from high-end brands to value-based trends
private labels, is made from the same core substrates, these • Minimal and very streamlined finished goods inventory
companies can source the same substrates as the premium • Few or no manufacturing processes
fashion and cosmetics brands and produce finished products • Direct-to-consumer fulfillment exclusively through third-
comparable to that of premium brands, helping to ensure a party logistics providers and paid for by the consumer
positive consumer experience. • Minimal R&D cost and regulatory risk
• A fraction of the full-time employee base
However, what’s most compelling is the shift in market
dynamics these companies are enabling.
SAP Digital Consumer Products Whitepaper - 16 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.HOW DOES IT ALL COME TOGETHER?
Reimagine durables
Appliance companies as well as new technology-enabled consumer electronics companies are disrupting the consumer durables
segment by adding digital interfaces and sensors to previously analog devices, transforming consumers’ perceptions of utility, value, and
control.
EXAMPLE: CONSUMER DURABLES
Supplier collaboration
Business Networks
Predict optimum Additional items
reorder point sourced Customer experience
Omnichannel
Machine detects Consumer orders in Monitor use, age,
low detergent Web shop and wear
Assets and the
Internet of Things
Determine product Other fulfillment
recommendations and logistics
Predictive
Consumer pays maintenance for Digital Core
via mobile machine health
Send pack size
recommendation
TIME
Adding digital interfaces makes appliances like washing Sensors also monitor water, energy, and detergent use to
machines easier to use, while also redefining consumers’ recommend ways to optimize energy consumption and
perception of utility and value. minimize waste. They offer options for managing appliances
from mobile devices, as well as coordinating appliance use with
For example, consumers used to clean clothes on the basis of other devices based on options, for example, to run during off-
two or three combinations of options – water temperature, peak hours.
fabric type, and cycle time. The consumer also had to
determine which combination of the three would deliver the More practically, sensors are now also monitoring the “health”
best results depending on the clothing he or she planned to of the appliances, giving appliance makers the capacity to
wash. monitor age and wear and tear, and to predict maintenance,
improving forecasting for replacement parts, planning for
Now, consumers choose how to wash their clothes based on services delivery, and minimizing the risks of warranty claims
desired outcomes – deep clean, sanitize, quick wash, wrinkle and other potential product-related liabilities.
free, and so on. The machine’s intelligence calibrates the
variables to achieve those outcomes on the consumers’ behalf, Incremental investments in digital technologies enable:
rather than the other way around. • Digital interaction with other appliances and things by using
standards-based platforms
Companies are now also embedding sensors into their • Previously impossible avenues for consumer engagement
appliances. Web-connected sensors detect detergent use and • Real-time forecasting and planning based on actual
consumption, enabling consumers to reorder detergent and demand from within the home
fabric softener automatically as needed, adjusting volume and • Low obsolescence and write-downs
package size to ongoing consumption and use. • Significant reduction in service cost and liability risk
SAP Digital Consumer Products Whitepaper - 17 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.FROM YOUR
CURRENT STATE
TO DIGITAL
THE JOURNEY TO BECOMING
A DIGITAL MANUFACTURER
BEGINS WITH PLANNING A
DIGITAL TRANSFORMATION
ROAD MAP
SAP Digital Consumer Products Whitepaper - 18 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.THE KEYS TO SUCCESS
Through our innovations and over $30 billion in strategic acquisitions, SAP has the solution portfolio and expertise required to enable
your digital business strategy. SAP is the largest cloud company with 80 million+ users and has the fastest growing solution portfolio
to support the entire digital value network. With 74% of the world’s transactions running through SAP software, 7,200+ customers
leveraging SAP HANA®, and 1,600+ customers leveraging our Internet of Things technologies to drive new business models, SAP is the
preferred choice to turn your digital vision into reality.
Customer IoT Digital Workforce Spend
Experience & Supply Chain Core Engagement Management
SAP CLOUD
PLATFORM
SAP FIORI
SAP will bring expertise, assets, and the proven methodologies required to support the development of your digital business strategy.
These capabilities will be leveraged throughout our collaborative value and innovation framework.
EXPERTISE ASSETS METHODOLOGY
• 40 years experience in consumer • 60+ business process • Business case methodology
products benchmarking and best practice • Design thinking
• 86% of consumer products assessments • Benchmarking
companies on the Forbes 2000 • 600+ industry-focused innovation • Value partnership framework
use SAP software scenarios
• 10 of the top-10 largest food, • Innovation case studies by industry
beverage, home and personal care, • Infrastructure to drive proofs of
and durables companies use SAP concept
software • 13+ co-innovation and living labs
• 14,000+ consumer products with 470+ customer co-innovation
customers worldwide or design thinking discussions from
• 6,000+ design thinking experts – 2014 to date
sales, services, and development
Source of all data: SAP internal data and analysis
SAP Digital Consumer Products Whitepaper - 19 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.SAP DIGITAL BUSINESS SERVICES
In the digital economy, simplification and business innovation SAP Activate is a new, simplified consumption experience
matter more than ever. SAP has a broad range of services to introduced for SAP S/4HANA and cloud adoption. It provides a
cover the end-to-end digital transformation journey, ranging combination of SAP Best Practices, methodology, and guided
from advising on a digital innovation road map and plan, to configuration. In addition, we provide leadership in learning to
drive quick time to value realization and a solid engagement
implementing with proven best practices, to the ability to run
foundation with SAP MaxAttention™ services, SAP
across all deployment models, and ultimately optimize for ActiveEmbedded offerings, and the SAP Value Partnership
continuous innovation across your digital journey. SAP provides service across the end-to-end customer lifecycle.
both choice and value within our services, allowing you to tailor
the proper approach based on your needs. SAP HANA Enterprise Cloud is the optimal springboard to the
cloud for customers. It offers an attractive option for
Turn to the 30,000 consultants and support professionals who organizations that are eager to leverage the latest SAP
can bring your digital strategy to life. Our global service and innovations, such as SAP S4/HANA®, with the peace of mind
support model provides a consistent experience – on premise, that SAP is in the driver’s seat.
in the cloud, or a combination of both. We provide the expertise,
assets, and the proven methodologies required to accelerate
business innovation, reduce TCO, and run a stable platform (on
premise or in the cloud).
OPTIMIZE
RUN for continuous innovation
all deployment models
Optimize to realize value
IMPLEMENT Run with one global • Continuously capture
ADVISE with proven best practices support and realization of
• One global, benefits of digital
Simplify and innovate Implement with SAP consistent experience transformation
• Digital innovation road Activate • End-to-end support –
map and plan • Simplified consumption on premise, cloud,
• Co-innovation by experience for hybrid
industry SAP S/4HANA
• SAP Best Practices,
methodology, and guided
configuration
Learn | Extend / innovate | Engagement foundation | Support
SAP Digital Consumer Products Whitepaper - 20 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.COMPREHENSIVE SAP ECOSYSTEM
Orchestrating the world to deliver faster value
Our comprehensive ecosystem for the consumer products industry offers:
• Integration into a wide range of business services (suppliers, banks, key vendors, travel, and so on)
• Open architecture: choice of hardware and software
• Complementary and innovative third-party solutions
• Reach – partners to serve your business of any size anywhere in the world
• A forum for influence and knowledge
• A large pool of industry experts with broad and deep skill sets
BUSINESS NETWORK
• 1.9 million suppliers
• 200 major travel partners (air, hotel, and car)
• 50,000 service and contingent labor providers
INFLUENCE FORUMS IMPLEMENTATION
AND EDUCATION SERVICES
• 32 user groups across all • 300+ services partners focused
regions on utilities
• 40+ industry councils • 3,200 services partners overall
• SAP community with >24 million • Delivering utilities-specific
unique visitors per year solutions and services
DRIVING
• 1,800 members of SAP
University Alliances CUSTOMER
VALUE
INNOVATION PLATFORM AND
• 1,900+ OEM solution partners INFRASTRUCTURE
to extend SAP solutions • 1,400 cloud partners overall
• 2,000 startups developing • 30+ utilities platform partners
SAP HANA applications
CHANNEL AND SME
• 860+ utilities channel partners
• 4,800 overall channel partners
SAP Digital Consumer Products Whitepaper - 21 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.WHY SAP?
BUSINESS DIGITALIZATION IS
A NATURAL NEXT STEP FOR
THE NUMBER-ONE BUSINESS
APPLICATION COMPANY
It took years of innovation, strategic investment, and the
forging of new, strategic relationships to build the end-to-
end digital business platform.
SAP Digital Consumer Products Whitepaper - 22 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.SAP IS COMMITTED TO INNOVATION
Vision Help the world run better and improve people’s lives
Mission Help our customers run at their best
Strategy Become the cloud company powered by SAP HANA
GLOBAL CP
INDUSTRY DIGITAL
PRESENCE INNOVATION COMPANIES
AND ECONOMY-
AND LEADER ENABLED BY
LOB FOCUS READY
RELEVANCE SAP
• 82,400 employees • Solutions for 25 • 120 million business • 2011 SAP HANA • 40+ years consumer
representing 130 industries and 12 cloud users launched products industry
nationalities LoBs • 1.9 million • 2012 SAP Cloud expertise
• 335,000 customers • 98% of top-valued connected portfolio launched • 86% of consumer
• SAP operates in brands are our businesses • 2014 SAP business products companies
190 countries customers • >$800 billion+ in networks are the in the Forbes 2000
• 76% of the world’s B2B commerce largest marketplace in use SAP software
transactions • 99%+ of mobile the world • All of the top 10 food,
managed on SAP devices connected • 2015 SAP Cloud beverage, home and
with SAP messaging Platform personal care, and
durables companies
• 2015 SAP S/4HANA,
use SAP software
the next-generation
business suite
Source of all data: SAP internal data and analysis
One-day financial close End-to-end channel visibility Global market share analysis
With the SAP HANA platform, Unilever has With the SAP Fashion Management With the SAP Demand Signal Management
accelerated financial close processes, application and the SAP HANA platform, the application powered by SAP HANA,
reducing month-end close cycles to just adidas Group has complete visibility from Beiersdorf can analyze various product
one day using half the staff.24 the factory to e-commerce channels with attributes and collect intelligence to gain
point-of-sale data analysis that provides a extensive insight into local and global
better understanding of consumers, helping market share development, brand health,
replenishment with the best-selling and overall market competition.26
products.25
SAP Digital Consumer Products Whitepaper - 23 - © 2017 SAP SE or an SAP affiliate company. All rights reserved.You can also read
